ORGANIZING FOR Q

Quality Management

QUALITY QUALITY QUALITY

ASSURANCE CONTROL SURVEILLANCE
Quality Assurance(OFFLINE)

- Planning focusses on products

and processes

Quality Control (ONLINE)

- Inspection, N D Inspection,
Testing, Certification
- Fault finding
Q Surveillance
- done on inspectors (Audit)
i.e., on inspected products
- Fact finding exercise

Usually done in MNCs where

locations are numerous.

Not usually done in a single firm.

Q system to incorporate the
following:

A) Traceability
B) Elements related to
Measurement and Recording
C) Control of Work Instruction
D) Documents and Records
Traceability

Helps identify better the cause

Leads to unique identification
of
- Men
- Materials
- Processes
- Tools
- Suppliers etc.

Barcodes, batch nos. in medicines-common

 NEED FOR CODING

The extent to which coding for uniqueness

is made is dependent on the significance of
the product end use.
Eg: Medicines, Engines etc
are critical
Bulbs, pipes are not
critical and hence not
required to be coded
CONTROL OF WORK INSTRUCTION

Work Instruction entails

What to do
How to do
If anything goes wrong –
what is to be done
Should define : 1) Authority
2) Responsibility
The workperformer is the
ultimate authority eg. ‘Handle
with care’.

He is the authority to execute the

task

Amply supported by training and

retraining - usually done on the
shop floor
Documentation and Records

III Tier documentation for traceability

Tier I : Apex Document – Quality

manual
- who is responsible
- who has powers
Tier II : Process Document
- Procedures for controlling
Tier III : Work Instructions
- Stamping-letter size, painting,
engraving, label font etc.
There is no restriction on the
manner of documentation
- Variable from industry to
industry; firm to firm

Formats are variable:

- Fill up blanks
- electronic form
- Table form
“QUALITY IS FOR THE
ORGANISATION. NOT FOR
THE CUSTOMER AS IT IS
INTERPRETED”

“ BUILD YOUR OWN QUALITY

SYSTEMS. DO NOT COPY IT”
 Q FUNCTION
REORGANISATION

benchmark
Rate of improvement
x
Target

Rate of improvement increased by

Incremental
Normal
Breakthrough (requires guts, vision,
high risk involvement)
“Maintenance organisations” –established to
take up activities to achieve conformance
-Creating change consisting of processing
small, similar changes
eg: new colors, sizes, shapes
“Parallel Organisations for creating change”-
important approach to innovation
eg: Q C, Q I project teams, Biz.process QM
May be permanent or adhoc(B P vs.QI team)
Mandatory/Voluntary (Q.Council Vs Q Circle)
MANAGING PROCESSES

HR, IT Investments,
Modernisation
Long
Resource range
Mgt planning
Process process

Contract CONVENTIONAL
Related ORGANISATIONS
Processes RESTRICT TO
THIS SECTOR
ONLY
Marketing, Sales,Engineer,Procurement,
Despatch, Billing, Cash collection,
Servicing
 Five Fingers of Measurement of Quality

- Quality
- Cost
- Delivery Time/ Cost time
- Safety
- Morale
- Physical Maturity- presence of employees,
coming on time
- Emotional maturity – performance of work,
productivity norms
- Intellectual maturity – participation in
crossfunctional discussions
Role of Upper Management

Establish and serve on a Q Council

Establish Q policies
Establish and deploy Q goals
Provide the resource
Provide problem oriented training
Serve on upper management QI teams which
address chronic problems of an upper
management nature
Stimulate improvement
Provide for reward and recognition
Price paid for active leadership- 10% of
the time for upper mgt.

3 “natural phases” of Q effort and role

of upper management in each phase
“euphoria” – initial problems solved
“Slow down” – tougher problems
require more time
“Settling in” – making improvement process
a permanent part of the co.
 Q COUNCIL
Membership comprises line and
staff
When Q becomes a “way of life”
the Q C ideas blends with upper
management agenda.
 Activities of QC include

Formulating Q Policy
Establishing major dimensions of Q problem
Establishing infrastructure- Q Councils, project System
role and responsibility assignment
Planning for training at all levels
Establishing support for teams
Providing for coordination
Establishing new measures for progress review
Revising merit rating approach
Designing a plan for recognition
Establishing a plan for publicity of Q related activities
Role of middle management

Nominating Q problems for solutions

Serving as leaders of various types of Q teams
Serving as members of Q teams
Serving on task forces to assist Q C in developing
elements of Q strategy
Leading Q activities in their own area by
demonstrating personal commitment and
encouraging their folk
Identifying customers and suppliers to know their
needs
CHALLENGES

W.R.T. a Q I cross functional team:

- No hierarchical authority as they come

from various departments
- Team members serve part time, have
priorities back in their home departments

Hence high merit in technical areas, soft

skills, personal commitment - critical
ROLE OF WORKFORCE

Nominating Q problems for solutions

Serving as members of various types of Q teams
Identifying elements in their own job
Becoming knowledgeable on the needs of the
customers

Tap the potential using its experience,

training and knowledge

“No one knows a workplace and a radius of

twentyfeet around it better than the worker”